AN open Innovation Platform https://www.ericsson.com/innovation/ericsson-garage

Sandor Albrecht, PhD Director, Ericsson Research sandor.albrecht@ericsson.com https://se.linkedin.com/in/sandor-albrecht-a319191

Innovation is a significant positive change. If the “thing” offered represents a significant positive change for whomever it is offered to, by definition, it’s an innovation. (Scott Berkun: The Myths of Innovation)

To be on the same pagE...

Innovation = Invention = Research = Continuous Improvement

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Drivers of the Ericsson Garage

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Disruptive Innovation

Disruptive innovation, a term of art coined by Clayton Christensen, describes a process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves up market, eventually displacing established competitors.

It assumes that disrupters start with a lower-priced, inferior alternative that chips away at the least profitable segments, giving an incumbent business time to start a skunkworks and develop its own next-generation products. Source: Disruptive Technologies Catching the Wave by Joseph

L. Bower and Clayton M. Christensen; HBR, Jan-Feb 1995

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Mobile Broadband Second Wave of Disruption

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Big Bang Disruption

Old-style disruption posed the innovator’s dilemma Big-bang disruption is the innovator’s disaster. Big-bang disrupters may not even see you as competition. The innovators who create products at “hackathons” aren’t even trying to disrupt your business. You’re just the collateral damage

Source: Big-Bang Disruption by Larry Downes and Paul F. Nunes; HBR, March 2013

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Big Bang Disruption unconstrained growth

The adoption of disruptive innovations is no longer defined by crossing a marketing chasm (EA – EM). Instead, the innovators collectively get it wrong, wrong, wrong – and then unbelievably right. Big-bang disruptions collapse the product life cycle we know. There are only two segments: • trial users, who often

participate in product development, and

• everyone else. Source: Big-Bang Disruption by Larry Downes and Paul F. Nunes; HBR, March 2013

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Ericsson Garage is a physical space, a process and a way of working for technology and knowledge incubation A separate Space, Time and Support to foster innovation which is extending Ericsson’s current portfolio to new areas

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› Real pain point verified by a customer › Quick and responsive development of an

MVP together with the customer

Way Of Working based on Lean Startup

Why the Lean Start-Up Changes Everything by Steve Blank, HBR 2013 May

Design Test Learn

Design Test Learn Learn Test Design

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The second operating system Garage Team across Hierarchies

Accelerate! by John P. Kotter HBR, 2012 November

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Support Ecosystem Examples

Physical Ericsson Garages As of 2016 June

Ericsson Research Framework

Technology Incubation Iterative

Opportunity Discovery Exploratory

Dragon’s Den by the Group CTO

and Head of ER

Productification Committed

Entry Selection

3–9 months

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Internal and External Incubation Platform

Ericsson Research

BU/Regions

Universities

Start-ups

Opportunity Discovery

– Explorative

Technology & Knowledge Incubation

– Iterative

CInO BU

New Co

Entry Selection (ER, REG, BU)

Dragons' Den (CTO, Head of ER Possible Stakeholders and Receivers)

Learn &

Reuse

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Engagement Framework – Start Up

Ericsson Garage

Investment Evaluation

Start up/Incubator Workshop

Pain points Networked Society

Problem scoping

Invitation to solve a “problem”

Invitation to garage Sponsorship No equity

Evaluation to invest

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What Has been in the Ericsson Garage?

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What’s currently in Ericsson Garage? Examples